THE INFLUENCE OF APPLICATION OF “CLEAN VALUE” AND THE EMPOWERMENT OF EMPLOYEE WITH ORGANIZATIONAL CITIZENSHIP BEHAVIOR ON EMPLOYEE PERFORMANCE AT PT PERTAMINA MARKETING OPERATION REGION V SURABAYA

This study aims to analyze the effect of applying clean values, employee empowerment towards organizational citizenship behavior with employee performance. This type of research used a quantitative approach. Data collection used interviews, observation and questionnaire dissemination. The population of this research were employees of PT. Pertamina MORV Surabaya with a sample of 135 respondents from 204 employees. The analytical method used the application of SmartPLS (Partial Least Square). Based on the results of the study, it can be concluded clean value management, employee empowerment have a significant effect on organizational citizenship behavior. Clean values, empowerment, organizational citizenship behavior have a significant effect on employee performance.

The value system is Pertamina's commitment in realizing the vision and mission based on clean, competitive, confident, customer focus, commercial and capable. The indicators used in this study are: 1. In managing work that becomes a task and responsibility must be done professionally.
2. In carrying out my duties and responsibilities, I avoid conflict of interest in work 3. I will not accept bribes in connection with the implementation of my duties and responsibilities. 4. In my work I uphold the trust and integrity of the company. 5. In my work, I was guided by the principles of good corporate governance. Employee Empowerment (X2) Employee Empowerment is a process where individuals have the power to participate directly to control and influence an event that has a direct effect on their lives, Spreitzer (1995). The indicators used in this research are: 1. My work and duties are in accordance with my expectations.
2. The assignments given to me are in accordance with my competence.
3. In carrying out my duties and responsibilities I have freedom or autonomy and control about how to do my own work. 4. I hope the results of my work can contribute positively or well to the progress of the company's performance.

Organizational Citizenship Behavior (Y1)
Organizational Citizenship Behavior is discretionary individual behavior, which does not directly and explicitly get an award from a formal reward system, and which as a whole (aggregates) increases the efficiency and effectiveness of organizational functions. Organ et al. (2006: 8). The indicators used in this study are: 1. I give help to colleagues who need help. 2. In working in this company voluntarily implementing even though it is not my obligation.
3. I do not complain in carrying out the work that is the duty and responsibility. 4. As an employee, I always respect and pay attention to colleagues and maintain the company's image. 5. I always improve the quality of work that becomes a responsibility and behave professionally.

Employee Performance (Y2)
Performance is an optimal achievement in accordance with the potential of an employee is something that is always a concern of the leaders of the organization. Robbins (2006). The indicators used in this study are: 1. The qualityof leadership perceptions on the quality of work produced by employees.
2. Quantity ofleadership perception on the number of jobs produced by employees.
3. Timeliness ofleadership Perception on the timeliness of employee work completion. 4. Effectiveness ofleadership perception on effectiveness produced by employees. 5. IndependenceThe leadership perception on employee independence in carrying out work.

METHODOLOGY
This research uses a quantitative approach is a method based on positive philosophy, used to assess a particular population or sample. (Sugiyono 2008: 08). The variable of this study consisted of independent variables namely Clean Values and Employee Empowerment. Intervening variable Organizational Citizenship Behavior and dependent variable Employee Performance. The population in this study were employees of PT. Pertamina MOR V Surabaya as many as 135 respondents. The data analysis technique uses Partial Least Square (PLS) withsoftware SmartPLS.

H1. Effect ofClean value on Organizational Citizenship Behavior
Based on the analysis results, it can be seen thatvalues have cleana positive and significant effect on organizational citizenship behavior with the results of p-value 0.039 smaller than 0.050 and the t-statistic values greater than t-tables which are 1.764 and 1,656.
From the results of processing data above the place of value management is an important matter to be considered by every employee of Petamina, because the company's value system is a set of positive understandings that are the soul and character of the company that are held by the entire company and carried out as a joint guideline to run the company. the company is in the form of company vision and mission, company value, corporate work culture, work attitude and work ethic.

H2. Effect of Clean value on Employee Performance.
Based on analysis results, it can be seen that the clean value system has positive and significant influence on employee performance with the results of p-value 0.001 smaller than 0.050 and the t-statistic value is greater than t-table, namely 3.266 and 1,656.
From the results of data collection above the value system becomes an organization to work with positive energy reflexively and systematically. These values can open space for innovation, productivity and credibility, and the sustainability of the company. Thus it will form quality performance.
In this professional manner an employee avoids bribery and upholds the integrity of integrity and the principles of good corporate governance so as to improve employee performance.

H3. The Effect of Employee Empowerment on Organizational Citizenship Behavior.
Based on the analysis results, it can be seen that employee empowerment has a positive and significant influence on organizational citizenship behavior with the results of p-value 0,000 smaller than 0.050 and the t-statistic value is greater than the t-table of 9.108 and 1,656. This research is in accordance with the research (Susi Milwati, 2013) which states that Employee Empowerment has a positive and significant effect. These results indicate that with the better empowerment of Pertamina employees carried out by the leadership, it will strengthen the OCB of Pertamina employees. Empowerment is basically a motivational process from individual experience to feel more empowered, although many people focus on discussions about empowerment on situational attributes or management practices that show what an organization can or should do to reward work and " release hidden potential " (Corsun and Enz, 1999). This can be explained that employee empowerment is more emphasized on how the behavior of pertamina employees in acting and at the same time is responsible for their actions in accordance with their assigned duties. H4. Effect of employee empowerment on employee performance.
Based on analysis results, it can be seen that employee empowerment has positive and significant influence on employee performance with the results of p-value 0.003 smaller than 0.050 and t-statistic value greater than t-table, namely 2.795 and 1,656.
In this case pertamina employees who have high empowerment will also produce high performance in the company. In addition, the leadership's ability to manage empowerment of employees maximally will strengthen OCB employees. In this condition, employee performance will increase if an employee has a strong belief in determining how to do each work activity and has the confidence to be able to make his own decisions about how to do each work activity.

H5. The influence of organizationalciizenship behavior on employee performance.
Based on the analysis results, it can be seen that organizatonal citizenship behavior has positive and significant influence on employee performance with the results of p-value 0,000 smaller than 0.050 and tstatistic values greater than t-table, 11,179 and 1,656. This is indicated by the attitude of employee compliance with the rules of the company even though it is not supervised and imposed on sansi, employee participation in company activities as well as initiative and volunteering in improving the way work is done effectively. Robbins and Judge (2008), show that organizations that have employees who have good OCB, will have better performance than other organizations. This research is reinforced by the research of Tri Bodroastuti and Argi Rliaji (2016) that OCB has a positive and significant effect on Employee Performance.

CONCLUSION
Based on the results of the study it can be concluded that the value of clean, employee empowerment has a direct and significant effect on organizational citizenship behavior. The value of clean, empowerment, organizational citizenship behavior has a significant direct effect on employee performance.

SUGGESTIONS
For future researchers, it is expected to re-examine the role of corporate value governance because this research is still limited.